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The Wooldridge Family
John Wooldridge was born in about 1678. He married Martha and they had six children. He died in 1757. Descendants and relatives lived mainly in Virginia, West Virginia, Kentucky, Tennessee, Georgia, Missouri, Kansas, Mississippi, Arkansas, Louisiana, Oklahoma, Texas and Oregon.
The Power of Failure
"Failure"" is one of the most dreaded words in the English language. The very idea of failing is enough to stop most people in their tracks. It can cause the majority to simply pack up, turn around and retreat without even trying. Yet it is through seeming failure that most of life's greatest successes are achieved. The Power of Failure is designed to provide simple yet profound ways to turn what appear to be failures into successes. It contains practical prescriptions for successfully meeting some of life's most common setbacks. The lessons of this book can help us all find the opportunities that are just waiting to be discovered in the challenges we face every day. This book is about failure, but failure in a whole new light. It is about how to Fail To Succeed.
Effective Strategy Implementation
the strategies' performance outcomes. Drawing on organizational learning theory, she identifies the organizational abilities and processes that constitute a firm's Strategy Implementation Capability construct and shows empirically that the concept is very valuable in explaining how innovative strategies translate into a firm's performance.
Fashion and Utopia in Management Thinking
"Building upon some rather unusual sources in postmodern theory, the author argues that management fashion might encourage the practitioner to engage in philosophical self-examination and to adopt alternative forms of understanding. However, it is also argued that management fashion often fails to keep up to this promise because it remains paradoxically incapable of laying off its rationalist cloak."--BOOK JACKET.
Building Organizational Capacity for Change
This book offers an alternative to the traditional approach by focusing on building the change capacity of the entire organization in anticipation of future pressures to change. Based on systematic research of more than 5,000 respondents working within more than 200 organization or organizational units conducted during the previous decade, this book offers a clear and proven method for diagnosing your organizational change capacity. While building organizational change capacity is not fast or easy, it is essential for effective leadership and organizational survival in the 21st century.
Leadership Team Alignment
Debunking much of the received wisdom regarding the sources of leadership team dysfunctionality, Leadership Team Alignment presents a targeted strategy for building and managing a top executive team to gain competitive advantage. Frédéric Godart and Jacques Neatby bring a wealth of practical experience and in-depth knowledge, with over eight hundred hours of direct observation with more than fifty leadership teams across the globe and thousands of hours working with executives. With this book, they offer solutions to manage conflict and create environments that effectively address misalignments in organizations. Godart and Neatby take readers through the dual role of leadership team members, the challenges of power games, and the risks of siloed leaders. They give clear advice on how to improve aspects of any leadership team, based on its size and structure and the nature of the organization. While organizational challenges may be inevitable, this book provides leadership teams the tools to correctly diagnose leadership team misalignment, with evidence-based remedies and strategically oriented interventions to maximize organizational performance.
Legion of the Lancasters
Söthe had already decided to use his nose armament against the 4-mot [four engined bomber]. He looked out and focused on a black shape of the Britisher. Small, bluish exhaust flames made it easier to keep the target in sight. Four engines, twin tail were recorded almost subconsciously. No sudden movement that might attract their attention. Calm now! Guns armed? Night sight switched on? Everything OK! Now he could see that it was a Lancaster, crossing gently from starboard to port. He applied a little more power and approached cautiously. Now he was exactly behind him at about 100 metres’ range. The rear turret was clearly recognisable. Brönies kept silent. ‘Pauke! Pauke!’ [‘Kettled...
Personnel Literature
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